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Organizational Development and Change

Two things are clear:

  1. Every organization that produces, sells or offers services must prove itself to its customers in order to survive on the market.
  2. The social, economic and technical environment has developed a complexity and dynamism that was unimaginable a few decades ago and which organizations have to face up to.

The key questions for every company are therefore: How do we act in a volatile world in order to remain fit for the future? What do we need to change in order to be successful? How can our organization be a sufficiently attractive place for people? How do we want to work in order to use our potential productively?

“Problems are possibilities in disguise.”
(attributed to Henry Ford)

From Organizational Development to Change

Whether an organization can deal well with foreseeable or surprising changes has long since become a key competitive factor.

Our approach to systemic organizational development is based on a processual and evolutionary understanding of change and stems from a socio-psychological tradition. This view places great emphasis on the involvement of the individuals and groups concerned in the development and implementation of solutions. Here we understand change as a continuous process of learning and adaptation.

Organizational development can take place in two ways:

  • in response to (potential) crisis developments
  • through proactive design and further development

Regardless of whether action is taken reactively or proactively—in both cases, the goal is to understand the interplay between internal and external environments and to harness the problem-solving potential of employees in order to ultimately strengthen the organization. This approach can, for example, improve interface management between departments, optimize production processes, or develop measures to implement a mission statement.

Sometimes, however, companies undergo sudden and far-reaching changes that can no longer be supported with the classic tools of organizational development. This is when hard cuts are needed. Previous processes and patterns need to be broken in order to enable new growth. In such cases, we tend to speak of a change project. While people at all levels are still involved, management often plays a strong (top-down) role in steering the change. Examples of this are Mergers, changes to the business model, personnel realignment, functional restructuring or changes to the organizational structure.

How we support you

Regardless of the form of change and reorientation: we support your organization with a tailor-made process, proven and innovative tools for organizational development and change consulting. We support you in your strategy development, facilitate your team or department retreats, and serve as your partner on the path toward becoming a modern “next level” organization.

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ORGANIZATIONAL DEVELOPMENT AND CHANGE

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